Month: June 2012

启动oracm的RAC数据库

这是一个9i的RAC数据库,用的oracm做的cluster,现在已经完全过时,估计已经很少有环境还在用了。 在这里小记一把启动步骤,以备今后,或者和我有类似环境的朋友查验。 1.启动oracm进程: 以ro…

Oracle RightNow CX for Good Customer Experiences

Oracle RightNow CX is all about the customer experience, it’s about understanding what drives a good interaction and it’s about delivering a solution which works for our customers and by extension, their customers.

One of the early guiding principles of Oracle RightNow was an 8-point strategy to providing good customer experiences.

  1. Establish a knowledge foundation
  2. Empowering the customer
  3. Empower employees
  4. Offer multi-channel choice
  5. Listen to the customer
  6. Design seamless experiences
  7. Engage proactively
  8. Measure and improve continuously

The application suite provides all of the tools necessary to deliver a rewarding, repeatable and measurable relationship between business and customer.

  • The Knowledge Authoring tool provides gap analysis, WYSIWIG editing (and includes HTML rich content for non-developers), multi-level categorisation, permission based publishing and Web self-service publishing.
  • Oracle RightNow Customer Portal, is a complete web application framework that enables businesses to control their own end-user page branding experience, which in turn will allow customers to self-serve.
  • The Contact Centre Experience Designer builds a combination of workspaces, agent scripting and guided assistances into a Desktop Workflow. These present an agent with the tools they need, at the time they need them, providing even the newest and least experienced advisors with consistently accurate and efficient information, whilst guiding them through the complexities of internal business processes.
  • Oracle RightNow provides access points for customers to feedback about specific knowledge articles or about the support site in general. The system will generate ‘incidents’ based on the scoring of the comments submitted. This makes it easy to view and respond to customer feedback.

It is vital, more now than ever, not to under-estimate the power of the social web – Facebook, Twitter, YouTube – they have the ability to cause untold amounts of damage to businesses with a single post – witness musician Dave Carroll and his protest song on YouTube, posted in response to poor customer services from an American airline. The first day saw 150,000 views and is currently at 12,011,375. The Times reported that within 4 days of the post, the airline’s stock price fell by 10 percent, which represented a cost to shareholders of $180 million dollars.

It is a universally acknowledged fact, that when customers are unhappy, they will not come back, and, generally speaking, it only takes one bad experience to lose a customer.

The idea that customer loyalty can be regained by using social media channels was the subject of a 2011 Survey commissioned by RightNow and conducted by Harris Interactive. The survey discovered that 68% of customers who posted a negative review about a holiday on a social networking site received a response from the business. It further found that 33% subsequently posted a positive review and 34% removed the original negative review. Cloud Monitor provides the perfect mechanism for seeing what is being said about a business on public Facebook pages, Twitter or YouTube posts; it allows agents to respond proactively – either by creating an Oracle RightNow incident or by using the same channel as the original post.

This leaves step 8 – Measuring and Improving:

  • How does a business know whether it’s doing the right thing?
  • How does it know if its customers are happy?
  • How does it know if its staff are being productive?
  • How does it know if its staff are being effective?

Cue Oracle RightNow Analytics – fully integrated across the entire platform – Service, Marketing and Sales – there are in excess of 800 standard reports. If this were not enough, a large proportion of the database has been made available via the administration console, allowing users without any prior database experience to write their own reports, format them and schedule them for e-mail delivery to a distribution list. It handles the complexities of table joins, and allows for the manipulation of data with ease.

Oracle RightNow believes strongly in the customer owning their solution, and to provide the best foundation for success, Oracle University can give you the RightNow knowledge and skills you need. This is a selection of the courses offered:

A full list of courses offered can be found on the Oracle University website. For more information and course dates please get in contact with your local Oracle University team.

On top of the Service components, the suite also provides marketing tools, complex survey creation and tracking and sales functionality.

I’m a fan of the application, and I think I’ve made that clear:

  • It’s completely geared up to providing customers with support at point of need.
  • It can be configured to meet even the most stringent of business requirements.

Oracle RightNow is passionate about, and committed to, providing the best customer experience possible. Oracle RightNow CX is the application that makes it possible.

About the Author:

Sarah Anderson worked for RightNow for 4 years in both in both a consulting and training delivery capacity. She is now a Senior Instructor with Oracle University, delivering the following Oracle RightNow courses:

  • RightNow Customer Service Administration
  • RightNow Analytics
  • RightNow Customer Portal Designer and Contact Center Experience Designer Administration
  • RightNow Marketing and Feedback

Purging Cursors From the Library Cache Using Full_hash_value

Introduction: Purging cursors from the library cache is a useful technique to keep handy for troubleshooting. Oracle has introduced a procedure call to do that in version 11 with backports to 10g. Besides Oracle documentation, this has been covered by several blogs already (including Kerry Osborne, Harald van Breederode, Martin Widlake, Martin Bach), Oracle support (note 457309.1 for example) and the actual package file in $ORACLE_HOME/rdbms/admin/dbmspool.sql

Most of the examples and discussions in the links above utilize with the following syntax:

SQL> exec sys.dbms_shared_pool.purge(‘&address, &hash_value’,’c’)

What’s new in 11.2:

A new (overloaded) procedure in dbms_shared_pool.purge is available in 11.2 and allows to purge statements identified by thier full_hash_value of the statement. One of the advantages compared to the previous method is that the full_hash_value is a property of a given sql statement and does not depend on the memory address of the (parent) cursor. Note this has been tested in 11.2.0.3 64 bit for Linux.


Example:

myapp_user_SQL> select /*MYTEST*/ sysdate from dual; — put test SQL statement that we want to flush in the following
admin_user_SQL> select a.FULL_HASH_VALUE from V$DB_OBJECT_CACHE a where name=’select /*MYTEST*/ sysdate from dual’;  
— find full_hash_value to be used in the next step
— in this example the full_hash_value is 98d0f8fcbddf4095175e36592011cc2c
admin_user_SQL> exec sys.dbms_shared_pool.purge(HASH=>’98d0f8fcbddf4095175e36592011cc2c’,namespace=>0,heaps=>1) 

Additional info:

full_hash_value is a 128-bit MD5 hash of the sql statement. More details on full_hash_value at this link.

A few methods to find full_hash_value given different input are listed here below:

  • find full_hash_value from cache, query v$db_object_cache 
    • select a.FULL_HASH_VALUE from V$DB_OBJECT_CACHE a where name=’select /*MYTEST*/ sysdate from dual’;
  • find full_hash_value from hash_value
    • select full_hash_value from  v$db_object_cache where hash_value=538037292
  • find full_hash_value from sql_id
    • find hash_value from sql_id using DBMS_UTILITY.SQLID_TO_SQLHASH
    • select  full_hash_value from  v$db_object_cache where hash_value= DBMS_UTILITY.SQLID_TO_SQLHASH(‘1frjqb4h13m1c’);
  • compute full_hash_value from SQL text

namespace=>0 means ‘SQL  AREA’ , which is the relevant namespace for cursors.

Conclusions:

We have discussed a method to purge cursors for the library cache that uses the full_hash_value of the cursor instead of the address and hash_value which is the more common approach (and the only one documented in previous versions). This method discussed here is available in 11.2.

用adrci找listener的log

一个再有经验的DBA,也需要熟悉熟悉当前的数据库环境才能动手。特别是11g之后,数据库有不少变化。 今天登录了一个新系统,是oracle 11.1.0.7的环境,想找listener.log看看,但是登录后,却发现…

Defending Matt Welsh’s ‘Startup University’ Post

A week ago, Matt Welsh released a blog post on attaching a startup incubator to a university in order to create a funding model for some of the research that is performed at the university. Unfortunately, the beginning part of the blog post talked about the “inefficiency” of universities in terms of “producing real products” and the (perhaps overly dramatic) assertion that “nothing of practical value came out of [Matt’s] entire research career”. Although Matt has clarified that it was not his intention to indicate that the goal of academic research was to “produce real, shipping products that people could use”, many people interpreted the opening part of Matt’s post in that way, and reacted negatively (including, notably, Michael Mitzenmacher who responded in a comment and Joe Hellerstein who responded in his own blog post).

If we ignore the problems with the first part of Matt’s post, the rest of the post raises some important points and interesting ideas. As an academic who has spent large chunks of time spinning off a research project into a startup (HadoopDB was commercialized by Hadapt, which by most available metrics has been an example of a research lab-to-startup success story), many parts of Matt’s article rung true:
  1. Matt’s statement: “Most universities make starting a company painfully difficult when it comes to questions of IP ownership [and] licensing” was certainly true for Hadapt. It took way too long, and way too much effort to get an agreement in place. Part of the problem was discussed in the comment thread of Matt’s post — licensing patents are much better aligned with the core mission of a university than accepting equity in start-ups.
  2.  Matt’s statement: “Most universities also make starting a company painfully difficult when it comes to […] forcing the academic’s research to be dissociated with their commercial activities.” This was also true for me. I do not mean to criticize the university — I absolutely understand the need for the conflict of interest safeguards because of the way that universities (and the assumptions of incoming students) are structured today. However, restructuring some of these assumptions in the way that Matt talks about may reduce the legal liabilities, and allow for fewer safeguards to have to be put in place. I also think that the students are hurt more than helped by some of these safeguards. For example, one of the PhD students involved in HadoopDB wanted to work part time for Hadapt while finishing his PhD. However, due to the COI legal complexities, he was forbidden from doing this and was forced to choose between Hadapt and the PhD program (he, of course, chose to take a leave of absence and join Hadapt).
  3.  Matt’s statement that academics starting companies “involves a high degree of risk (potentially career-ending for pre-tenure faculty)” obviously resonates with me. Whether or not Hadapt is successful, it has certainly taken my time away from publishing papers (though obviously, I’m still trying to publish as much as I can — see, for example, my last post on the Calvin project). Since publication quantity and quality remain key statistics for academic success, any conscious reduction of them comes with a clear risk.
The bottom line is that I absolutely agree with Matt’s assertion that there are a lot of extremely intelligent faculty in academic institutions across the world that have made the mental calculation and decided that the benefits do not outweigh the risks in spinning off a startup from an ongoing research project. Whether or not this is a bad thing is up for debate — it is certainly not the core mission of a university to spin off companies or produce real-world products. However most universities do have some number of applied fields, and measuring impact in applied fields is often initiated by looking at real-world deployments of the research ideas. Starting companies is clearly the most direct mechanism for translating research ideas to real-world impact. Hence, it’s probably not a controversial statement to assert that reducing some of the barriers to starting companies would allow faculty in applied fields to increase their impact, the primary goal of research.

Therefore, allowing for explicit relationships between research groups and university-sponsored start-up incubators, where the university invests in a start-up, with proceeds from such investments being used to sponsor additional research in the department, is an idea worth considering. I would, however, change a few things about Matt’s proposal:
  1.  I would not simply replace venture capital money with university money. Although it is easy to get into the trap of assuming that the venture capitalist simply trades investment dollars for equity in the company, it turns out that venture capitalists provide a lot of value in addition to their money. Seeing firsthand the difference at Hadapt before and after we got big-name venture capitalists behind us really drove this point home for me.  Therefore, I would recommend that the university partner with venture capitalists, or otherwise hire successful venture capitalists to work in-house (and continue to compensate them using the standard venture capital compensation schemes). Although the Kauffman report has recently shed some light into how poorly venture capital has performed over the last decade, the top venture capitalists have still done very well, and it is important to remember that the goal for the university is not to turn a profit on the investment, but rather to increase the number of startups coming out of the university, in order to increase the research impact. Break-even performance or even small amounts of losses are totally acceptable.
  2.  The model will not work for any university. The location of the university is critical. Trying to get an incubator going for universities located in the middle of nowhere is a recipe for disaster. Technologists like to think that the technology that the company is commercializing is the most important factor in the company’s success. In fact, it falls way behind ‘market’ and ‘people’ as a determining factor. The company needs competent and experienced people throughout the organization — the engineering team, marketing, sales, support, etc. Recruiting a competent team in a location where there have been small numbers of comparable companies is likely to be futile. Students from the university can only get you so far — you need a mix of experienced people as well.
  3.  There needs to be explicit mechanisms in place to reduce the risk for the faculty member. This means that the faculty member should get credit for certain company metrics at promotion or yearly evaluation time in addition to standard paper citation metrics. Company financial data is probably not a great metric, but customer counts of people actually using the technology, or even customer counts at “me-too” competitors could be used. Three years after publishing the original HadoopDB paper, there are real people using this technology to solve real problems. It’s pretty rare to see such an immediate impact, and it ought to count for something.
Obviously my own experiences have made me predisposed to liking Matt’s ideas, but I do encourage people to read the second half of his post independently of the first half.

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